Lecture 8 - Leadership Flashcards

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1
Q

What’s the definition of leadership?

A
  • The process by which one individual influences other group members toward the attainment of group goals
  • Beneficial to the group
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2
Q

What’s the ‘Great Person’ Theory?

A
  • A type of trait theory
  • Describes how a good leader is an attractive tall male, with a superior physique and has high-energy
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3
Q

What are some common characteristics described in trait theories?

A
  • Drive
  • Honesty and integrity
  • Leadership motivation
  • Self-confidence
  • Cognitive ability
  • Knowledge of business
  • Creativity
  • Flexibility
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4
Q

What are some of the major criticisms of trait theories?

A
  • There are many examples where leaders are successful despite the absence of some of the major traits (ex. Stephen Hawking)
  • The effect sizes of these characteristics are quite small
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5
Q

What are the two major behavioural dimensions often described in behaviour theory?

A

1) Initiating structure (task-oriented; performance; concern for production)
2) Consideration (relationship-oriented; maintenance; concern for people)

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6
Q

What were the five types of management described in the leadership grid?

A
  • Country club environment (high concern for people, low concern for production)
  • Team management (both high concern for production and people)
  • Middle-of-the-road management (average concern for people and production)
  • Task management (high concern for production, low concern for people)
  • Impoverished management (both low concern for people and production)
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7
Q

What do charismatic/transformational leaders do?

A
  • Articulate a clear vision
  • Galvanize their followers (form a shared vision)
    -Communicate high-performance standards
  • Inspirational
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8
Q

What’s transactional leadership?

A
  • Rely on rewards and punishments
  • Task-oriented
  • Ex. Steve Jobs
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9
Q

What’s passive leadership?

A
  • Minimum guidance or input
  • Only jump in when things go wrong
  • Management by exception (MBE)
  • Generates negative feelings in subordinates
  • Laissez-faire leadership
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10
Q

What’s public service leadership?

A
  • Dominant leadership approach
  • Team work
  • Engagement
  • Accountability
  • Low-risk taking
  • Renewal
  • Popular in government jobs
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11
Q

What are the four I’s of transformational leadership?

A
  • Idealized influence (II) - collective mission (sense of belonging)
  • Inspirational motivation (IM) - vision of the future
  • Intellectual stimulation (IS) - look at problems from many different angles
  • Individualized consideration (IC) - the leader spends time teaching and coaching
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12
Q

What are some of the contingencies that impact leader behaviour, and by proxy employee behaviour as well?

A
  • Group characteristics
  • Leaders characteristics
  • Employee characteristics
  • Org. structure characteristics
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13
Q

What’s the cognitive resource theory?

A
  • Developed by Fiedler and Garcia, 1987
  • Contingencies included leader intelligence, leader experience, and stressfulness of the situation
  • Discovered that workers with high experience work best in stressful situations, while high cognition isn’t very useful in these scenarios. High cognition is more useful in low-stress situations
  • Other contingencies in the model included group atmosphere, task structure, and position power
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14
Q

What’s the least preferred coworker model?

A
  • What you consider your least favourite coworker is allegedly indicative of your leadership style
  • Based on 5 attributes: Pleasantness, friendliness, acceptance, relaxation, and openness
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15
Q

What’s Hersey and Blanchard’s Situational Model (life cycle model)?

A
  • Based on the degree of relationship and tasks that are provided by the leader in a given situation
  • Based on three attributes: task behaviour, relationship behaviour, and follower readiness
  • End up with 4 different dynamics: telling (high affinity for tasks, low relationship), selling (low motivation, high behaviour), participating (lower task behaviour, high behaviour), and delegating (low task behaviour, low relationship requirements)
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16
Q

What’s House’s Path-Goal Model?

A
  • The leader defines the path/goals and rewards employees for following the path/achieving the goals
  • The leader’s role is to remove obstacles
  • Outlines 4 leadership styles:
    1) Supportive leadership
    2) Directive leadership
    3) Participative leadership
    4) Achievement-oriented
  • Improves employee job satisfaction and performance
17
Q

What’s the formula for the decision process theory?

A
  • Decision effectiveness = Decision quality + Decision acceptance - Decision time penalty
  • Often end up having to sacrifice one of the two first attributes, especially if you take more time
18
Q

What are the potential strategies for making decisions?

A
  • A1 (autocratic) - leader solves problem or makes decision unilaterally, using available info
  • A2 (autocratic) - leader obtains necessary info from subordinates but then makes decision unilaterally
  • C1 (individual consultation) - leader shares the problem with subordinates but then makes the decision unilaterally
  • C2 (consultations) - leader shares problem with subordinates in group meeting but then makes decision unilaterally
  • G2 (group) - leader shares problem with subordinates in a group meeting, and then the decision is reached through discussion to consensus
19
Q

What’s the leader-member exchange theory (LMX)?

A
  • A developmental theory of leadership
  • Focuses on the individual relationships between leaders and their followers
  • Leader-follower exchange viewed as social exchanges in which both groups perform effectively when the exchange is positive
20
Q

What’s the Implicit Leadership Theory (Lord et al.)?

A
  • Behaviours and traits do not make leaders unless the person perceives them as a leader
  • Prototypes of a leader are formed by experience. Subsequent experiences become processed automatically
  • Different prototypes exist for different contexts
21
Q

What’s the Role of Self-Concept in Leadership?

A
  • Developed by Lord, Brown, and Freiberg (1999)
  • Leadership involves manipulating self-concept (align self-concept to org. commitment; emphasize possible selves)
  • Employees also influence the leader’s self-concept
22
Q

What are some notes regarding cross-cultural leadership?

A
  • Some leadership behaviours translate well to other cultures (ex. transformational leadership)
  • Culture can affect follower characteristics (ex. power distance) which in turn influences how well a leadership style will work
23
Q

What’s the substitute for leadership theory (Kerr and Jermier)?

A
  • There are factors that may neutralize or substitute the impacts of leadership
  • Certain conditions can limit the impact of leadership
  • Individual characteristics (ex. those high in conscientiousness)
  • Job structure
  • Org. characteristics
    Research supports this theory